organization-behavior-chapter2

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Chapter02-IndividualBehavior,Personality,andValues2-1Chapter02IndividualBehavior,Personality,andValuesTrue/FalseQuestions1.Oneperson-jobmatchingstrategyistoselectapplicantswhoseexistingcompetenciesbestfittherequiredtask.TrueFalse2.AccordingtotheMARSmodelofindividualbehaviorandperformance,employeeperformancewillremainhighevenifoneofthefourfactorssignificantlyweakens.TrueFalse3.TheMARSmodelidentifiesthefourmainfactorsthatinfluenceindividualbehavior:motivation,ability,roleperceptions,andsituationalfactors.TrueFalse4.Motivationisanexternalforceonthepersonthatcauseshimorhertoengageinspecificbehaviors.TrueFalse5.Intensityreferstothefactthatmotivationisgoal-directed,notrandom.TrueFalse6.Aptitudesarenaturaltalentsthathelpindividualstolearnspecifictasksmorequicklyandperformthembetterthanotherpeople.TrueFalseChapter02-IndividualBehavior,Personality,andValues2-27.AbilityisthemostimportantfactorintheMARSmodeltoexplainwhypeoplequittheirjobs.TrueFalse8.Theforceswithinapersonaffecttheemployee'smotivation.TrueFalse9.Learnedcapabilitiesrefertotheskillsandknowledgethatyouhaveactuallyacquired.TrueFalse10.Competenciesrefertothecompletesetofmotivations,abilities,roleperceptionsandsituationalfactorsthatcontributetojobperformance.TrueFalse11.Companiescanimproveemployeeroleperceptionsbydescribingtheemployee'sassignedtasksclearlyandprovidingmeaningfulperformancefeedback.TrueFalse12.Situationalfactorsareworkingconditionswithintheemployee'scontrol.TrueFalse13.Competenciesrefertogoal-directedbehaviorsundertheindividual'scontrolthatsupportorganizationalobjectives.TrueFalse14.Researchhasfoundthatabsenteeismisrarely,ifever,causedbysituationalfactors.TrueFalseChapter02-IndividualBehavior,Personality,andValues2-315.Personalityisarelativelystablepatternofbehaviorsandinternalstatesthatexplainsaperson'sbehavioraltendencies.TrueFalse16.Personalitytraitsaremoreevidentinsituationswheresocialnormsandrewardsystemsconstrainbehavior.TrueFalse17.The'BigFive'personalitydimensionsrepresentfiveclustersthatrepresentmostpersonalitytraits.TrueFalse18.Conscientiousnessreferstotheextentthatpeoplearesensitive,flexible,creative,andcurious.TrueFalse19.Peoplewithahighscoreontheneuroticismpersonalitydimensiontendtobemorerelaxed,secureandcalm.TrueFalse20.Agreeableness,extroversion,andconscientiousnessarethreeofthe'BigFive'personalitydimensions.TrueFalse21.Sensing,feeling,andjudgingarethreeofthe'BigFive'personalitytraits.TrueFalseChapter02-IndividualBehavior,Personality,andValues2-422.Conscientiousnessisoneofthebestpersonalitytraitsforpredictingjobperformanceinmostjobgroups.TrueFalse23.AccordingtotheMyers-BriggsTypeIndicator,somepeopleare'sensing-thinking'typeswhereasothersmaybe'intuitive-feeling'types.TrueFalse24.TheMyers-BriggsTypeIndicatormeasuresthepersonalitytraitsdescribedbySwisspsychiatristCarlJung.TrueFalse25.Personalityiscompletelydeterminedbyheredity.TrueFalse26.Valuesarestable,evaluativebeliefsaboutwhatisimportantinavarietyofsituations.TrueFalse27.IntheMyers-BriggsTypeIndicator,'judging'typeshaveastrongdesirefororderandwanttoresolveproblemsquickly.TrueFalse28.EvidenceregardingtheeffectivenessoftheMyers-BriggsTypeIndicator(MBTI)andJung'spsychologicaltypesisinconclusive.TrueFalse29.Matureadultstendtohaveasingleunitaryself-conceptthatremainsrelativelystable.TrueFalseChapter02-IndividualBehavior,Personality,andValues2-530.Thethreestructuraldimensionsofself-conceptare:complexity,consistencyandclarity.TrueFalse31.Self-verificationstabilizesourself-concept.TrueFalse32.Self-enhancementcanresultinbaddecisions.TrueFalse33.Peopleperformbetterinmostemploymentsituationswhentheyhaveastrongexternallocusofcontrol.TrueFalse34.Peoplearrangevaluesintoaneedshierarchy.TrueFalse35.Espousedvaluesrepresentthevaluesthatyouandyourspousehaveincommon.TrueFalse36.Corporateleadershaveastronginfluenceonthemoralconductofemployeesinthatorganization.TrueFalse37.OnedimensionofSchwartz'svaluesmodelhasopennesstochangeatoneextremeandconservationattheotherextreme.TrueFalseChapter02-IndividualBehavior,Personality,andValues2-638.Ourhabitualbehaviortendstobeconsistentwithourvalues,butoureverydayconsciousdecisionsandactionsapplyourvaluesmuchlessconsistently.TrueFalse39.Perfectperson-organizationvaluecongruenceispossiblebutnotdesirable.TrueFalse40.Theidealsituationinorganizationsistohaveemployeeswhosevaluesareperfectlycongruentwiththeorganization'svalues.TrueFalse41.Cultureswithhighcollectivismmustalsohavelowindividualism.TrueFalse42.TwocountrieswithlowcollectivismareJapanandtheUnitedStates.TrueFalse43.Peoplewithhighpowerdistanceexpectrelativelyequalpowersharing.TrueFalse44.Intermsofcross-culturalvalues,Americanstendtohaverelativelyhighindividualismwithanachievementorientationandlowpowerdistance.TrueFalse45.Peoplefromcultureswithashort-termorientationtendtovalueassertiveness,competitivenessandmaterialism.TrueFalseChapter02-IndividualBehavior,Personality,andValues2-746.Onelimitationwithinformationaboutcross-culturalvaluesisthatitincorrectlyassumesthateveryonewithinaspecificcountryholdssimilarvalues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